Tin Woodsman
Well-known member
- Joined
- Jul 12, 2004
- Messages
- 1,148
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- 63
To be clear, is that the build out for the 200 units plus the hotel projects or the entire 1000?tw--let me try and get this one started, here, in the present and thanks for the good questions.
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1,000 more units is what we've been permitted for through the Master Plan process. Whether or not this gets built out will be entirely predicated on business levels, the economy and a host of other factors that all dot lines back to the sustainability of our entire business. 57 units in the new Hotel, maybe a 120 in the new Hotel Jay. We've also been permitted for roughly 200 home sites across the footprint of the golf-course so those are included in that number as well. My best guess (this is Bill speaking so use your mind's eye); roughly 12 perfect years before you see that kind of build out here, if at all.
Someone (not me) will surely hold this projection over your head when it's not done in year 3. :dunce:The WB, according to Bill again, is expected to be finished (and by finished he means ski/ride-able) within three years. As I'm sure you understand, and this is me talking, sticking your neck out with a number like this gives the boo-birds plenty to crow at when it takes 4- so if it were me, I wouldn't be saying that but I'm just the marketing guy. Do with that what you will.
And completely agreed about the essential bigness of this. Definitely a little scary for all of us. I think the process in which we'll be phasing it in takes some of the bite off of it. Without question, how we're paying for this takes an enormous burden away which, in reality, is at the heart of why most that take too big a bite end up put away wet (after being ridden hard). Operational costs, in large part, can be scaled; debt payments can't. You quote Sugarloaf but it's really the entire ASC package that was a not-so-shining example of too-much-too-fast-too-da-loo... For instance, it wasn't the operational costs that made the Grand Hotels less-than-feasible-it was the debt associated with their construction. Running them at 70% occ on an annualized basis was enough to keep them neutral. Paying for their build out with the equiv of a Chase Visa rate? Notsomuch.
A few quick follow ups.
1) What happens if construction costs continue to escalate? Do the equity investors get diluted (either via a cash call or more investors) or does Jay Peak (presumably as general partner) take the risk?
2) I understand that's sensitive (this one will be too), so if you don't answer, not surprising. More broadly, are the ownership groups for the individual projects different than that for the resort as a whole? To what degree is there overlap in that structure?
3) I was speaking about the pre-ASC incarnations of the Loaf, but your point re: ASC is certainly a similar cautionary tale writ gynormous. Nonetheless, equity investors have an expected rate of return too - it's not free money.
To your last question, I think you're absolutely right; the key (esp for a mtn-centric spot like JP) is keeping your collective eye on the mountain product and recognizing it as the growth driver at the resort. Of course the definition of on-mtn- improvements does need to evolve past snowmaking and lift upgrades. Skier services, more room to spread out in the base lodge, better parking and even better ticket concourses all play a major role in keeping skiers/riders, even corps skiers and riders, happy.
I'm sure I've missed lots here so just let me know and I'll try my best to readdress. The other questions I'll take in the official forum but we can continue this one in the here and now if you'd like.
Thanks
OK, here's where I have my most substantial comments. I think it's fair to include skier services et.al in the definition of on-mountain. I think only pure real estate is a separate category that unfortunately gets lumped into press releases about "improvements". Other than potential buyers (a small subset of your customers) no one gives a damn.
But I digress... I've been concerned for some time now over the draft plans in the West Bowl. You have as many as three high speed quads (or possibly six packs) slated for that area. The chief concern has to be the lift that will off-load at the shoulder where the summit of the Flyer is. Aside from exposing that lift to the Freezer's notorious wind issues, you will now be doubling the number of skiers coming onto that area at any given time. How do you plan to deal with the crowding and deterioration in snow surfaces that is likely to ensue? Goat Run is a mess already and it's reasonably likely that Northway and Ullr's will suffer the same fate. Are high speed quads here and elsewhere in the WB really the answer?
Second, are there any long term plans to adjust the early/late season schedule? It doesn't seem that the Jet/State side area gives you much of an advantage other than a singular compact area to focus on. Any chance of moving the shoulder season operations to a more favorable location - perhaps the aforementioned new lift from the WB to the Freezer shoulder? I think that would face pretty much due North and would bottom out around 2200-2300' if my eyeballing the plans is correct.
Thanks for your refreshingly frank, honest and open responses. They stand in stark contrast to the pablum we are spoon fed from other resorts in VT that shall remain nameless.